CCA 2013 Harness the Potential of QA

Harnessing the Potential of Quality

Assurance #402

Rebecca Gibson

Contact Center Solutions Consulting

Interactive Intelligence

www.inin.com©2012 Interactive Intelligence Group Inc.

Session Agenda


1. Why traditional Quality Assurance

Measurements don’t work.

2. The Tactical and Strategic

Measurements you should be using

to evaluate the impact - and boost the

potential – of your program.

Traditional QA Measures

1. How many calls did we evaluate?

2. What were the QA scores?


The Quality Team is

responsible for quality.

The contact is evaluated

within the context of the

agent and the contact

center.

Why Traditional QA Measures don’t work

Reason #1: they don’t reflect today’s business

environment


Proliferating contact types

Speed of change

Consolidation

Increased regulation

Competition

Social media

Tight budgets


Reason #2: Quality is more than a score


Reason #3: Internal measures aren’t valid

•Self-reported

internal

measurements may

be influenced by

expectations and fear.

• Internal measures

leave out our most

important

stakeholder: the

customer.



Recording

Calls

Email & Chat

CSAT

Real-time

Speech

Analytics

Agent Performance

• Adherence to policies &

procedures

• Script adherence

• Agent productivity

• Efficiency

Customer feedback

• Correlation of internal & external

quality

• Product & process improvements

Agent & Customer

• Alerts & notifications

• Agent guidance

• First Contact Resolution

• Compliance

Internal

External

&

ExternalInternal

Internal and External View of Quality Service


Traditional Quality

Measures

High Cost

Low Value

So, what else is there?


Traditional Quality

Measures

Customer & Business

Focused Quality

Measures

Cost Effective

High Value

Maxim Healthcare

Quality Assurance

Measurements

Goal

# of calls

evaluated/CSR/month

7

Quality score =/> 95%Contact Center KPIs Goal

Sales 20,000/mo

Revenue $2,000,000/mo

Service Level 80/20

Customer Satisfaction 90% NPS

Budget +/- 5%

CSR Measurements Goal

Sales 200/mo

Revenue $24,000/mo

Calls Handled 30/day

Quality score =/> 95%www.inin.com

©2012 Interactive Intelligence Group Inc.

If 100

agents

process 50

orders per

week, that’s

20,000

orders a

month.


Tactical & Strategic Measurement Categories

Ta

ctica

l

• Consistency

• Efficiency

Str

ate

gic • Performance

improvement

• Business Impact

• Cultural Impact


Tactical Measures: Efficiency

# or % calls evaluated

# or % time spent on Quality activities

Budget to actual


Tactical Measures: Consistency

Calibration

Cross-evaluation

Data analysis


Tactical Measures: Consistency

Calibration

• Easier to achieve and maintain consistency with a dedicated QA resource

Cross-evaluation

Data analysis

• Analysis of QA results may reveal inconsistencies best addressed by a dedicated QA resource

Maxim Healthcare


Why Are You Monitoring? The Strategic Perspective

• What is the purpose of our

Quality program?

• What is a quality contact?

• What are critical agent

behaviors?

• How does high quality impact the bottom

line?

• What measures will provide a picture of

quality service and value to the contact

center and organization?


Strategic Measures: Performance Improvement

Track/trend quality performance results over time

Track volume/frequency of errors, rework, and compliance

Track coaching for behaviors identified as improvement opportunities

Return on investment

Return on Investment

Labor


Return on Investment

Add it Up! Maxim’s QA Program

Costs

Quality Monitoring Software

100 seats@$1,000/seat = $100,000

Supervisor Salaries

$409,200 annual / 20% = $81,840


QA Program Return

• Cost of poor/ performance quality?

• Errors, rework, callbacks, company culture

• Return on high/improved performance?

• FCR, C-Sat, handle time, revenue


Strategic Measures: Performance Improvement

Track/trend quality performance results over time

• Validate behaviors that correlate with sales.

Track volume/frequency of errors, rework, and compliance

• Analyze orders that are returned from review

• Analyze customer complaints about wrong orders

Track coaching for behaviors identified as improvement opportunities

• Analyze the trends in coaching. Evidence of a hiring deficiency? Should these skills be covered more completed in NHT?


Strategic Measures: Business Impact

Impact on Customer Satisfaction results

Impact on business objectives (sales, revenue, repurchase rates, retention)

Impact on First Call Resolution

QA alignment with business objectives

Contact Center KPIs Goal

Sales 20,000/mo

Revenue $2,000,000/mo

Service Level 80/20

Customer Satisfaction 90% NPS

Budget +/- 5%

Maxim Healthcare: Correlate Quality & Productivity

CSR Measurements Goal

Sales 200/mo

Revenue $24,000/mo

Calls Handled 30/day

Quality score =/> 95%


If each call

generates $40

average sale =

$24,000 revenue

goal per agent

per month

OR

40% of the 600

calls need to

have a $100 sale

30 calls/ goal per mo.x 20 avg work days = 600 calls per mo.

X Axis

Y AxisWhat is the first key

variable impacting

revenue generated?

X AxisWhat is the second key

variable impacting

revenue?

Quality & Productivity

2.00

3.00

4.00

5.00

6.00

7.00

8.00

9.00

50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%

Cal

ls P

er H

ou

r

% Quality Rating

Maxim Healthcare Performance Report(Team A - Productivity and Quality)

Avg CPH 5.1 & 75% Quality

Rating

$360

$276

$280

$338

$244

$240

$220

$255

$206

$150 $140

$169

$123

$120

$158

$98

$175

$90

$140 $120

2.00

3.00

4.00

5.00

6.00

7.00

8.00

9.00

50% 55% 60% 65% 70% 75% 80% 85% 90% 95% 100%

Cal

ls H

and

led

Per

Ho

ur

% Quality

Maxim HealthcareTeam A Contact Center Performance

Financial Impact Axis

Marks Gillian

Jones FarleySmith Ash

Lewis

Peters

Lopez

Hoffman

Cox

Harold

PadronCunningham

Martin Mason

Sampson

DavisParker

O’Conner

Financial Impact

O’Conner = $45/call

Marks = $30/call


Strategic Measures: Cultural Impact

Employee Satisfaction Surveys

Focus Groups

Turnover


Sample QA-relevant E-Sat Questions

1. My work is fairly evaluated and I am provided with constructive

feedback.

2. Performance standards for my job are clearly communicated.

3. My supervisor is encouraging and is invested in my accomplishments

and my success.

4. My supervisor cares about me as a person.

5. In the last seven days, I have received recognition or praise for doing

good work.

6. In the last seven days, I have received feedback on some aspect of my

performance at work.

7. The mission and values of my company make me feel that doing my

job well is important.

8. My fellow employees are committed to doing quality work.

9. I am committed to doing quality work.

10. I feel I have opportunities to learn and grow in my job and with the

company.


Sample QA-relevant Focus Group Questions

1. Do you feel the QA program contributes to improved customer

experiences?

2. What are the benefits of the QA program to you as an Agent? To our

customers? To our business?

3. What aspects of the program do you feel are most effective?

4. How might the QA program be improved?

5. How are you involved in the QA program? What are your

responsibilities?

6. Do you feel the QA program is fair and equitable? Are the QA criteria

applied consistently? Do you understand what you are being asked to

do?

Maxim Healthcare - Strategic QA Direction


Strategic QA Measures Goal

Key Business Objectives

• Distribute Monthly VOC report to

product development and marketing

Boost revenue 5%

Feedback and PD/Marketing

results

Key Business Objectives , Track QM

performance measurements, FCR

• Distribute Weekly Reason Report &

Analysis

Eliminate callbacks 20%

Track QM performance measurements, FCR

• Order accuracy auditsReduce insurance kick backs

10%

Track QM performance measurements, FCR

• Track customer complaints by reason and

frequency

• QA rotates in key departments (billing,

compliance, warehouse)

Identify opportunities to

streamline processes, reduce

bottlenecks

Measurable process

improvement

Cross-Evaluation, Calibration

• Invite internal stakeholders to participate

in calibration and call evaluation

Establish a holistic view of the

customer

Feedback

Harnessing the Potential of Quality

Assurance #402

Rebecca Gibson

Contact Center Solutions Consulting

Interactive Intelligence

[email protected] / 443.254.3750

Thank you for attending this session.

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CCA 2013 Harness the Potential of QA

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